Meta-Analysis of Antecedents and Consequences of Empowering Employees as a Contemporary Management Approach

2019 ◽  
pp. 1-17
Author(s):  
Çağlar Doğru
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Support ◽  
Turnover Intentions ◽  
Meta Analysis ◽  
Citizenship Behavior ◽  
Management Approach ◽  
Antecedents And Consequences ◽  
Contemporary Management ◽  
Vital Factor

In this chapter, as a critical contemporary management approach and a vital factor for organizations to gain competitive advantage, the concept of empowerment of employees is evaluated. The main purpose of this chapter is to investigate the antecedents and consequences of employees' empowerment. To achieve this, a meta-analysis was conducted including 216 independent studies. Among these are: organizational culture, organizational support, supervisor support, organizational justice, human resources practices, job characteristics and employees' personality characteristics. Moreover, by scanning the literature, the consequences of empowerment were remarked as, task performance, organizational citizenship behavior, organizational commitment, job satisfaction and creativity. Throughout the meta-analysis, positive relationships were witnessed between empowerment and these consequences. Moreover, empowerment was found to decrease turnover intentions and occupational stress of employees.

Perceived organizational support and its outcomes

2015 ◽  
Vol 38 (6) ◽  
pp. 627-639 ◽  
Author(s):  
Ishfaq Ahmed ◽  
Muhammad Musarrat Nawaz ◽  
Ghulam Ali ◽  
Talat Islam
Keyword(s):  
Job Satisfaction ◽  
Employee Engagement ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Turnover Intentions ◽  
Meta Analysis ◽  
Citizenship Behavior ◽  
Content Type

Purpose – Riggle et al.’s (2009) research of 20 years literature (1986-2006) is the latest available meta-analysis on perceived organizational support and outcomes. There are seven years since no work has been done to see the changes in the research and its emphasis, which is the main target of this research. This study aimed at five major outcomes: employee engagement, job satisfaction, organizational commitment, organizational citizenship behavior and turnover intentions. Design/methodology/approach – Hundred and twelve studies were included in meta-analysis containing at least one of the outcomes. Riggle et al. included 167 studies in their investigation from 1986 to 2006. This study adds value to the work of Riggle et al. by looking at the studies conducted from January 2007 to April 2014. Findings – Findings of the study revealed that perceived organizational support had a strong positive impact on employee engagement, job satisfaction and organizational commitment, while its impact on organizational citizenship behavior and turnover intentions is moderate. Originality/value – This study adds value by offering meta-analysis of the perceived organizational support and its outcomes for latest available literature (i.e. 2007-2014).

ANTECEDENTS AND CONSEQUENCES OF ORGANIZATIONAL JUSTICE

2016 ◽  
Vol 12 (02) ◽  
Author(s):  
Reeta Yadav
Keyword(s):  
Job Satisfaction ◽  
Organizational Justice ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Turnover Intentions ◽  
Research Work ◽  
Citizenship Behavior ◽  
Future Research ◽  
Antecedents And Consequences ◽  
And Performance

Employee’s perception regarding fairness in the organization is termed as organizational justice. The objective of this paper is to study the antecedents and consequences of organizational justice on the basis of earlier relevant studies from the period ranging from 1964 to 2015. Previous research identified employee participation, communication, justice climate as the antecedents and trust, job satisfaction, commitment, turnover intentions, organizational citizenship behavior and performance as the consequences of organizational justice. Finding reveals the gaps existing in the literature and gives suggestions for future research work.

Antecedents and outcomes of perceived organizational support: a literature survey approach

2015 ◽  
Vol 34 (7) ◽  
pp. 867-880 ◽  
Author(s):  
Ishfaq Ahmed ◽  
Muhammad Musarrat Nawaz
Keyword(s):  
Employee Engagement ◽  
Organizational Citizenship Behavior ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Turnover Intentions ◽  
Meta Analysis ◽  
Employee Attitudes ◽  
Literature Survey ◽  
Citizenship Behavior ◽  
Content Type

Purpose – Riggle et al.’s (2009) and Rhoades and Eisenberger (2002) literature surveys are the latest available studies on antecedents and outcomes of perceived organizational support (POS). Riggle et al. work considered studies on outcomes of organizational support (1986-2006), while Rhoades and Eisenberger worked on both antecedents and consequences (1986-2002). There are seven years since no work has been done on the outcomes and almost 12 years since no work has been done on the antecedents of POS. Considering the gap, the paper aims to investigate the antecedents and outcomes of POS. Design/methodology/approach – In total, 170 studies were included in meta-analysis containing at least one of the antecedent or outcomes. Riggle et al. included 167 studies, while Rhoades and Eisenberger study covered 70 studies in their literature survey studies for the period of 1986-2006. This study adds value to the work of Riggle et al., by looking at the studies conducted from January 2007 to September 2013; and Rhoades and Eisenberger by investigating the antecedents of POS from January 2003 to September 2013. Findings – Findings of the study revealed that POS is largely influenced by justice, growth opportunities, supervisor support, and coworker support. While having a profound look at the outcomes it is evident that POS significantly influence employee engagement, job satisfaction, and organizational commitment; while its impact on organizational citizenship behavior and turnover intentions is moderate. Practical implications – This research endeavor leaves a valuable message for management as POS is noticed to have profound effects on employee attitudes and behaviors at work. Originality/value – This study adds value by offering meta-analysis of the antecedents and outcomes of POS for latest available literature (i.e. 2003-2013 for antecedents and 2007-2013 for outcomes).

scholarly journals Modeling the Effect of Organizational Justice on Employee's Well-Being, Organizational Citizenship Behavior and Turnover Intentions through Employee Engagement

2021 ◽  
Vol 14 (1) ◽  
pp. 238-248
Author(s):  
Arun Aggarwal ◽  
Amit Mittal
Keyword(s):  
Organizational Justice ◽  
Employee Engagement ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Turnover Intentions ◽  
Well Being ◽  
Organizational Level ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
Antecedents And Consequences

Introduction: The last two decades had witnessed an increased interest in employee engagement by the academician and the practitioner. The reason for such interest is employee engagement potential to influence the individual and organizational level consequences. Methods: Hence, the current study's objective was to identify the key antecedents and consequences of employee engagement and establish their inter-relationship. Apart from this, the study also validates the different scales to measure different antecedents and consequences of employee engagement. The data were collected from 656 employees working in the FMCD industry in India to achieve this objective. Results: Results of the structural equation modeling analysis show that perceptions of organizational justice positively impact employee engagement. Further, employee engagement positively impacts satisfaction with life, positive affect, and organizational citizenship behavior. Conclusion: However, employee engagement showed a negative relationship with negative affect and employee turnover intentions. In the end, the practical and theoretical implications of the study were discussed.

scholarly journals A Meta-Analysis Of Organizational Citizenship Behavior And Leader-Member Exchange

2011 ◽  
Vol 4 (11) ◽  
Author(s):  
Jeannie Scott ◽  
Annette E. Craven ◽  
Connie Green
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Meta Analysis ◽  
The United States ◽  
Citizenship Behavior ◽  
Leader Member Exchange ◽  
Normal Text ◽  
Lmx Theory ◽  
Member Exchange ◽  
Antecedents And Consequences

<p class="TX1" style="text-align: justify; line-height: normal; text-indent: 0in; margin: 0in 34.2pt 0pt 0.5in;"><span style="font-size: 10pt; mso-bidi-font-style: italic;"><span style="font-family: Times New Roman;">Numerous studies on Leader-Member Exchange (LMX) Theory of leadership have identified various antecedents and consequences of LMX. This study is a meta-analysis (Hunter &amp; Schmidt, 1990) of two variables&mdash;organizational citizenship behavior and leader member exchange.<span style="mso-spacerun: yes;">&nbsp; </span>The study addresses the following questions: (a) What is the correlation between organizational citizenship behavior and leader-member exchange? (b) What are the effects of moderators such as employee status, supervisory status, tenure, and perceptions outside of the United States?</span></span></p>

Within-Person Approaches to the Study of Organizational Citizenship Behaviors: Antecedents, Consequences, and Boundary Conditions

2016 ◽  
Author(s):  
Brent A. Scott ◽  
Fadel K. Matta ◽  
Joel Koopman
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Meta Analysis ◽  
Work Behavior ◽  
Dark Side ◽  
Citizenship Behavior ◽  
Causal Direction ◽  
Antecedents And Consequences ◽  
The Relationship ◽  
Level Of Analysis

This chapter provides a review of the nascent (but growing) literature on organizational citizenship behavior (OCB) at the within-person level of analysis. We organize our review of the existing literature chronologically, discussing antecedents and consequences of within-person fluctuations in OCB. After providing a narrative review of the literature, we provide a quantitative summary of the literature via meta-analysis, summarizing the within-person relationships between OCB and its most common within-person correlates (i.e., positive affect, negative affect, job satisfaction, stressors, strain, and task performance). Looking to the future of OCB at the within-person level of analysis, we suggest that researchers can contribute to the domain by tailoring the measurement of OCB to the within-person level of analysis, better illuminating the causal direction between OCB and affect, clarifying the relationship between OCB and counterproductive work behavior at the within-person level, expanding the “dark side” of within-person OCB, exploring between-person differences in within-person OCB variability, and incorporating new theories.

The influence of reward and feedback toward task Performance and the mediation

2019 ◽  
Vol 1 (4) ◽  
pp. 19-26
Author(s):  
Ignatius Soni Kurniawan ◽  
Lusia Tria Hatmanti Hutami
Keyword(s):  
Task Performance ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Support ◽  
Work Experience ◽  
Perceived Organizational Support ◽  
Sampling Technique ◽  
Citizenship Behavior ◽  
Purposive Sampling

This research aims to test the mediation of organizational citizenship behavior between rewards and recognition toward task performance and the mediation of perceived organizational support between feedbacks from job toward task performance. This research performed on SMEs craft employee in Kasongan, Bantul, with total of 114 respondents. The sampling technique used purposive sampling only to employee with two years work experience and concurrently did not work as an owner. The result showed that organizational citizenship behavior did not mediate rewards and recognition toward task performance, but only perceived organizational support mediated between feedbacks from job toward task performance.

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